Yusha Sinatrya, Ardhianiswari Diah Ekawati

Implementing Lean Manufacturing Using Value Stream Mapping for Automotive Maintenance Efficiency

Introduction

Implementing lean manufacturing using value stream mapping for automotive maintenance efficiency. Optimize automotive maintenance in Indonesia using Lean Manufacturing & Digital Value Stream Mapping. Study reduced car repair lead time by 5.3% at PT Blue Bird Tbk.

Abstract

Transportation is very vital to society these days as it provides mobility and maintains economic growth. In January 2022, Indonesia was Southeast Asia's largest auto market. PT Blue Bird Tbk., one of the largest car rental and transportation companies in Indonesia, faced very critical problems involving workshop efficiency and customer satisfaction. This study will optimize the car repair process via the implementation of Lean Manufacturing principles with the Digital Value Stream Mapping (DVSM) technique. Identification of waste was conducted via Waste Assessment Model (WAM) and a directed questionnaire, wherein the three major types of waste were overproduction (21.07%), defects (16.89%), and waiting (16.65%). For these, two VALSAT tools—Process Activity Mapping and Supply Chain Response Matrix—were employed. Simulation using Arena software was performed to validate the proposed improvements. Upon implementation, the lead time for car repair decreased from 12.887 seconds to 12.203 seconds, a decrease of 5.3%. The research indicates that lean tools can be effectively applied in car maintenance services, particularly in developing countries, to increase operating efficiency and service performance.

Review

This paper, "Implementing Lean Manufacturing Using Value Stream Mapping for Automotive Maintenance Efficiency," presents a timely and relevant application of Lean principles within the automotive service sector. Addressing critical issues of workshop efficiency and customer satisfaction at PT Blue Bird Tbk., a significant transportation company in Indonesia, the study’s objective to optimize car repair processes using Digital Value Stream Mapping (DVSM) is highly pertinent. The research highlights the crucial role of transportation in economic growth and societal mobility, setting a strong context for its practical implications, particularly in rapidly developing auto markets like Indonesia. The methodology employed is systematic and robust, commencing with a thorough identification of waste via the Waste Assessment Model (WAM) and a directed questionnaire. This process accurately pinpointed overproduction (21.07%), defects (16.89%), and waiting (16.65%) as the primary inefficiencies. To tackle these, the study utilized two VALSAT tools—Process Activity Mapping and the Supply Chain Response Matrix—to design targeted improvements. A notable strength is the validation of proposed changes through Arena software simulation, lending credibility to the potential impact. The subsequent implementation phase yielded a quantifiable reduction in car repair lead time, decreasing by 5.3% from 12.887 seconds to 12.203 seconds, showcasing a tangible improvement in operational efficiency. While the study successfully demonstrates the effectiveness of Lean tools, a few points warrant further discussion. The reported lead time for "car repair" measured in seconds (from 12.887s to 12.203s) seems remarkably short for an entire car repair process; clarification on whether this refers to a specific sub-process or if the unit is accurately represented would enhance the paper’s clarity and impact. Furthermore, while customer satisfaction was identified as a critical problem, the presented results primarily focus on operational lead time and efficiency, leaving the direct correlation and impact on customer satisfaction somewhat underexplored in the abstract. Nevertheless, the research provides valuable insights into applying Lean Manufacturing and DVSM in service industries, particularly in developing economies, offering a compelling case for improving operational efficiency and service performance.

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